Intercultural Management

1
Intercultural Management

• Effective Communication in a Global Environment

2
Global Business
3
Intercultural Myths

• The Global Village Myth the world is
  homogeneous
• Universality Myth underneath our differences, we
  are all really the same.

4
Can Most People be trusted?

• United States 55
• United Kingdom 49
• Mexico 30
• West Germany 19
• Italy 1

5
Culture Influences Values and Attitudes

• Values and Attitudes influence Business Behavior

6
What is culture
Observable behaviour
Values and assumptions
7
Layers of culture
Right or wrong
Language, food, dress religion, buildings,
fashion, art
Good or Bad
Assumptions about existence
8
Cultural differences

• Type of culture
• How we relate to people
• How we relate to time

9
Low context
High Context
10
High-Context Cultures

• Indirect and circuitous forms of relating
• Tactful, evasive and ambiguous
• Operates through personal relationships and trust
• Negotiations slow and ritualistic

11
Low Context cultures

• Direct and to the point
• Precise, blunt and transparent
• Operates through legalistic framework
• Negotiation as structured as possible

12
Relationship with people

• Individualism Communitarian
• Neutral Emotional
• Universalism Particularism
• Achievement Ascription

13
Individuals

• Use of the I form in communication
• Instant decision making by representatives
• Achievement is personal
• Individual assumes responsibility for actions

14
Communitarians

• Use of the we form
• Decisions referred back by delegates to
  organisations
• Achievement is group based and joint
  responsibility is assumed for actions

15
Individualism
Encourages individual freedom and responsibility
However..
We need to avoid Conformism and slow Decision
making, so we must.
We dont want to degenerate Into
self-centredness, so we Must
Encourage individuals to Work for consensus in
the interest Of the group although
Communitarianism
16
Verbal Communication

• Low-Context A
• B
• High-Context A
• B
• Oriental A
• B

17
Tone Of Voice

• Low-Context
• High-Context
• Oriental

18
Neutral Cultures

• Hide emotions
• Cool and controlled behaviour is admired
• Physical contact and strong expression of body
  language is taboo
• Emotions that are controlled may sometimes explode

19
Affective Cultures

• Thoughts and feelings are expressed verbally and
  non-verbally
• Expression of disagreement is uninhibited
• Lively discussion with lots of emotion admired
• Frequent physical contact and open expression
  of body language permissible

20
Universalist

• Rules, regulations and procedures very important
• Agreement is usually supported by legal contract
• There is the law, and that is that
• A persons trustworthiness is based on honouring
  their word or contract

21
Particularist

• Relationships more important than rules
• Legal contracts and be easily modified
• The law is relative
• A persons trustworthiness is based on whether
  they respond to changing circumstances

22
Achievement

• Titles are only used when relevant
• Respect for hierarchy is based on effectiveness
  and ability of jobholder
• Senior managers may be of varying age and gender
• Senior managers hold their position based on
  competence and qualifications

23
Ascription

• Titles used extensively to indicate status in
  organisation
• Respect for hierarchy is required to demonstrate
  commitment to the organisation
• Senior managers are usually male, middle-aged and
  qualified by background, formal qualifications
  and connections

24
Time
Sequentially
Synchronically
25
Nonverbal Sensitivity

• Greetings
• Eye Contact
• Space
• Touch
• Posture
• Facial expressions
• Timing
• Silence
• Gestures

26
Resolution

• Respect Knowledge Tolerance
• Understanding
• Cooperation